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<p>This study examines how marketing planning, implementation capability, and customer relationship management (CRM) jointly influence social promotion, a novel internal advocacy behaviour that supports the diffusion and acceptance of big data marketing analytics (BDMA) within organizations. Drawing on the resource-based view (RBV) and dynamic capabilities theory (DCT), the study conceptualizes social promotion as a marketing-relevant behavioural outcome that emerges when analytics-enabled capabilities align to strengthen employee engagement with BDMA initiatives. Using PLS-SEM and survey data from 236 employees in North American firms with active BDMA deployment, the analysis demonstrates that integrated marketing planning and implementation capability, together with CRM, significantly enhances social promotion. The results show that firms that convert BDMA insights into coherent strategy development, swift execution, and strong customer-focused processes are more likely to cultivate employees who voluntarily advocate for analytics applications in their professional networks. These findings advance theory by positioning social promotion as an underexplored yet strategically important behavioural outcome of analytics-enabled marketing capabilities. Managerially, the study highlights how firms can strengthen internal advocacy for BDMA by developing tightly aligned planning, execution, and CRM systems.</p>

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Integrating marketing capabilities and CRM for social promotion: evidence from big data marketing analytics

  • 期刊论文

  • 发表日期：

    2026年2月19日

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  • Kai Haverila,
  • Matti Haverila,
  • Hadi Zarea

摘要

This study examines how marketing planning, implementation capability, and customer relationship management (CRM) jointly influence social promotion, a novel internal advocacy behaviour that supports the diffusion and acceptance of big data marketing analytics (BDMA) within organizations. Drawing on the resource-based view (RBV) and dynamic capabilities theory (DCT), the study conceptualizes social promotion as a marketing-relevant behavioural outcome that emerges when analytics-enabled capabilities align to strengthen employee engagement with BDMA initiatives. Using PLS-SEM and survey data from 236 employees in North American firms with active BDMA deployment, the analysis demonstrates that integrated marketing planning and implementation capability, together with CRM, significantly enhances social promotion. The results show that firms that convert BDMA insights into coherent strategy development, swift execution, and strong customer-focused processes are more likely to cultivate employees who voluntarily advocate for analytics applications in their professional networks. These findings advance theory by positioning social promotion as an underexplored yet strategically important behavioural outcome of analytics-enabled marketing capabilities. Managerially, the study highlights how firms can strengthen internal advocacy for BDMA by developing tightly aligned planning, execution, and CRM systems.